Abstract
Time-to-market is one of the key determinants of the long-term profitability of a new product. An important factor in reducing the overall time is simultaneous (concurrent) engineering. This study of a closely related group of decentralized divisions in Dana Corporation seeks to identify the factors which lead to the initial acceptance and the successful implementation of simultaneous engineering. The study also uncovers the “barriers” to such success and seeks to generalize the implications that can be logically evolved from this limited study. A key conclusion is that top managers should seriously consider the implementation of simultaneous engineering in their companies.
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